Unit 2

Unit II - Job Analysis and Evaluation:
Meaning, Objectives and Hierarchy of job analysis, Techniques of job

analysis, Job evaluation and its techniques.
Meaning :
Job Analysis is a process to identify and determine in detail the particular
job duties and requirements and the relative importance of these duties for
a given job.
Job Analysis is a process where judgements are made about data collected
on a job.
The Job; not the person :An important concept of Job Analysis is that the
analysis is conducted of the Job, not the person.
While Job Analysis data may be collected from incumbents through
interviews or questionnaires, the product of the analysis is a description or
specifications of the job, not a description of the person.
Objectives of Job Analysis
The purpose of Job Analysis is to establish and document the 'job relatedness'
of employment procedures such as training, selection, compensation, and
performance appraisal.
Uses of JA
Determining Training Needs

Job Analysis can be used in training/"needs assessment" to identify or develop:
training content
assessment tests to measure effectiveness of training
equipment to be used in delivering the training
methods of training (i.e., small group, computer-based, video,
classroom...)
Compensation
Job Analysis can be used in compensation to identify or determine:
skill levels
compensable job factors
work environment (e.g., hazards; attention; physical effort)
responsibilities (e.g., fiscal; supervisory)
required level of education (indirectly related to salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop:
job duties that should be included in advertisements of vacant positions;

appropriate salary level for the position to help determine what salary
should be offered to a candidate;
minimum requirements (education and/or experience) for screening
applicants;
interview questions;
selection tests/instruments (e.g., written tests; oral tests; job
simulations);
applicant appraisal/evaluation forms;
orientation materials for applicants/new hires
Performance Review
Job Analysis can be used in performance review to identify or develop:
goals and objectives

performance standards
evaluation criteria
length of probationary periods
duties to be evaluated
TECHINIQUES OF JOB ANALYSIS

Most Common Methods of Job Analysis
Observation Method: A job analyst observes an employee and records

all his performed and non-performed task, fulfilled and un-fulfilled
responsibilities and duties, methods, ways and skills used by him or her
to perform various duties and his or her mental or emotional ability to
handle challenges and risks. However, it seems one of the easiest
methods to analyze a specific job but truth is that it is the most difficult
one.
It is due to the fact that every person has his own way of observing
things. Different people think different and interpret the findings in
different ways. Therefore, the process may involve personal biasness or
likes and dislikes and may not produce genuine results. This error can be
avoided by proper training of job analyst or whoever will be conducting
the job analysis process.
This particular method includes three techniques: direct observation,

Work Methods Analysis and Critical Incident Technique.
The first method includes direct observation and recording of behaviour

of an employee in different situations.
The second involves the study of time and motion and is specially used
for assembly-line or factory workers.
The third one is about identifying the work behaviours that result in
performance.
Interview Method: In this method, an employee is interviewed so that

he or she comes up with their own working styles, problems faced by
them, use of particular skills and techniques while performing their job
and insecurities and fears about their careers.
This method helps interviewer know what exactly an employee thinks

about his or her own job and responsibilities involved in it. It involves
analysis of job by employee himself. In order to generate honest and
true feedback or collect genuine data, questions asked during the
interview should be carefully decided. And to avoid errors, it is always
good to interview more than one individual to get a pool of responses.
Then it can be generalized and used for the whole group.
Questionnaire Method: Another commonly used job analysis method is

getting the questionnaires filled from employees, their superiors and
managers. However, this method also suffers from personal biasness. A
great care should be takes while framing questions for different grades
of employees.
Models of JA
O*Net Model: The beauty of this model is that it helps managers or job
analysts in listing job-related data for a very large number of jobs
simultaneously. It helps in collecting and recording basic and initial data
including educational requirements, physical requirements and mental
and emotional requirements to some extent. It also links the level of
compensation and benefits, perks and advantages to be offered to a
prospective candidate for a specific job.
FJA Model: FJA stands for Functional Job Analysis and helps in collecting
and recording job-related data to a deeper extent. It is used to develop
task-related statements. Developed by Sidney Fine and his colleagues,
the technique helps in determining the complexity of duties and
responsibilities involved in a specific job. This work-oriented technique
works on the basis of relatedness of job-data where complexity of work
is determined on a scale of various scores given to a particular job. The
lower scores represent greater difficulty.
PAQ Model: PAQ represents Position Analysis Questionnaire. This well-

known and commonly used technique is used to analyze a job by getting
the questionnaires filled by job incumbents and their superiors.
Designed by a trained and experienced job analyst, the process involves
interviewing the subject matter experts and employees and evaluating
the questionnaires on those bases.
F-JAS Model: Representing Fleishman Job Analysis System, it is a basic

and generic approach to discover common elements in different jobs
including verbal abilities, reasoning abilities, idea generation,
quantitative abilities, attentiveness, spatial abilities, visual and other
sensory abilities, manipulative abilities, reaction time, speed analysis,
flexibility, emotional characteristics, physical strength, perceptual
abilities, communication skills, memory, endurance, balance,
coordination and movement control abilities.
Competency Model: This model talks about the competencies of

employees in terms of knowledge, skills, abilities, behaviors, expertise
and performance. It also helps in understanding what a prospective
candidate requires at the time of entry in an organization at a particular
designation in a given work environment and schedule. The model also
includes some basic elements such as qualifications, experience,
education, training, certifications, licenses, legal requirements and
willingness of a candidate.
Job Scan: This technique defines the personality dynamics and suggests
an ideal job model. However, it does not discuss the individual
competencies such as intellect, experience or physical and emotional
characteristics of an individual required to perform a specific job.

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Unit II - Job Analysis and Evaluation:

Meaning, Objectives and Hierarchy of job analysis, Techniques of job

Objectives of Job Analysis

Determining Training Needs

job duties that should be included in advertisements of vacant positions;

goals and objectives

TECHINIQUES OF JOB ANALYSIS

Observation Method: A job analyst observes an employee and records

This particular method includes three techniques: direct observation,

The first method includes direct observation and recording of behaviour

Interview Method: In this method, an employee is interviewed so that

This method helps interviewer know what exactly an employee thinks

Questionnaire Method: Another commonly used job analysis method is

PAQ Model: PAQ represents Position Analysis Questionnaire. This well-

F-JAS Model: Representing Fleishman Job Analysis System, it is a basic

Competency Model: This model talks about the competencies of

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